Resistance to change
Every organization manages the environment, which is created since the day of its establishment and managed to be comfortable within the years of operating. However, it doesn’t matter how really the environment comfortable is, there are always people, who resist against changes. The initial reason for such type of resistance is purely psychological – people are scared of changes, they are satisfied with familiar conditions of their surroundings. Especially, nowadays, when comfort and success are associated with past and uncertainty and global economy downturn with present and future, risk has lost its positions.
At all times and economy conditions the innovators were treated as enemies by those, who felt comfort and shelter under the old conditions. In order to take the audience, changes should be presented in a positive way with a stress on long lasted benefits for organization, thus for employees. At the background of every uncertainty and protest expressed against personal changes across organization there is a particular reason, which can take its place among the others, described in the list below: – Organizational redesign that might make an impact on communication, reporting and networks in the organization.
It is essential that employment security is also an important issue in
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– Sometimes newly implemented change confronts the old ideas, which have already gained an authority for being used for years. This situation is possible under the circumstances, when senior management is on their retirement border but still not retired. – At the time of discussions there is a risk to awake the sympathy to old ideas, thus there is a risk to draw everybody in the past, so to have the presented ideas stopped. One of the main norms that should be followed strictly envisage that change going against the common good, should be restricted. Conclusion
Contemporary conditions of doing business dictate the processes, which should be immunized for obtaining flexibility for being changed. The changes occurred during the development process should be treated in accordance with plan managed by developed system of change management. At such conditions changes should not bother, they should enhance management capacities and abilities to coordinate the process in various situations. The following actions are to be performed in order to implement change management system appropriately: – Development of standard procedure for change management.
This type of development requires the identified list of actions, which should be performed in accordance with company standards in the way to speed up the change management working measures. – Creation of documents for project participants to be use at the time change management process implementation. – Distribution of roles and areas of responsibility among the participants of change management process with strict understanding everybody’s rights and responsibilities during the project. Building up the efficient team thru challenging every member.
Creation of coalition, which will support the idea at the confrontation of resistance. Better attention should be paid on power basis support and making sure that everybody is aware the process is maintained. All these conditions help to build the complete picture of talented key account change manager, who is able to work without pressing with power, and management hierarchy, who is an efficient collaborator and negotiator, who is able to work under the high ethical standard criteria, who is self confidence and obtains the respect among the team members.
Ideally he sets up a willing across his team to take the rewards from gained results, keeping team satisfied with what have been done. Socialization, networking and communication make entrance to successful change management process implementation. References: 1. Ackoff, R. L. &Emery , F. E. (2005). On Purposeful Systems: An Interdisciplinary Analysis of Individual and Social Behavior as a System of Purposeful Events . New Jersey: Adline Transaction, p. 35. 2. Argote, L. (2005). Organizational Learning: Creating, Retaining and Transferring Knowledge. New York, Springer. 3. Balogun, J.
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